The Future of Low Cost Airlines

The Future of Low Cost Airlines In the last ten years low cost airlines such as  Ryanair and EasyJet have transformed the face of international tourism in  Europe. What is the secret of their success and, bearing in mind the mounting  evidence that short-haul aviation is a major contributor to atmospheric  pollution and global warming, what is their future? Contents (Jump to) Introduction Europe’s Skies After Deregulation Conclusion Bibliography Introduction Ryanair signaled Europe’s entry into the low cost carrier market segment in 1991 when it transformed from a normal regional airline to one based on the U.S. Southwest Airlines model (International Civil Aviation Organization, 2003). In reality, the first successful low cost airlines was Pacific Southwest Airlines that began operations on 6 May 1949 and earned the distinction of low cost as it flew sailors for low fares serving San Francisco, San Diego and Burbank in the state of California (jeypsa.com, 2007). The modern day low cost Southwest Airlines initiated service in 1971 and has managed a profit in every year of operation since 1973, and represents the business model that low cost carriers have emulated (Southwest Airlines, 2007). In achieving a thirty percent yearly growth rate, Ryanair has transformed the market utilizing a strategy of serving the leisure market between Ireland and the United Kingdom, expanding to 22 countries (Ryanair, 2007a). The company has built up on is position of being Europe’s first low fare airline to achieve a brand recognition that carries with it that immediate connection in the minds of consumers. It also has aggressively increased its route structure, provides a pleasurable service experience, conducts memorable advertising, and held upon to pricing strategy to lure consumers (Ericsson, 2007). As a globally successful carrier in terms of profits, flights and passengers, Ryanair serves the fare conscious leisure and business segment of the market (Ryanair, 2007b). Founded by Sir Stellios Haji-Ioannou in October 1995, easyJet serves the leisure and business segment of the market, like its competitor Ryanair, and operates in excess of 200 routes to 65 airports throughout Europe (easyJet, 2007). Like Ryanair, easyJet’s business model is patterned after Southwest Airlines, offering low cost fares, flight convenience and service that is comparable to Ryanair, thus their respective strategies are basically the same, with the exception that easyJet flies to more primary airports than Ryanair which utilizes secondary airports to save on operating costs (easyJet, 2007). Thus, fare pricing, name recognition, branding, services, and destinations are behind the success of this carrier. The success of the low cost carrier concept has taken Europe by storm, introducing the market to a â€Å"†¦ cheap, fast mode of transport †¦Ã¢â‚¬  with the low fare carriers â€Å"†¦ making ambitious expansion plans and placing large orders for new planes† (Bonggeli and Pompeo, 2002). However, there are environmental concerns that have come to the forefront as flying has never been easier, or cheaper, where short distance flights has spurred â€Å"†¦ an increased demand for air travel †¦Ã¢â‚¬  (Bowe et al, 2004). Given the relative inexpensiveness of flights, the plethora of destinations, and the ease of Internet booking â€Å"The demand to fly in Europe is forecast to triple by 2030† this has raised serious concerns among environmental groups concerning air pollution as well as the increased rate of greenhouse gas emissions (Bowe et al, 2004). One of the main underpinnings of the low cost airline system popularity is the availability of flights to almost any destination near a suitable airport, either a hub, prime, airport or secondary airport located further from the principle destination which means lower landing fees for carriers, and thus a viable aspect of their internal cost cutting measures (Bo we et al, 2004). The popularity of being able to compare flight costs, travel times, and destinations via Internet booking is a factor that consumers have also taken to, along with the more open travel that has resulted from deregulation that has allowed new entrants into the field. The business model of low cost carriers seek to utilize airports with lower congestion near high population densities, and preferred travel destinations using a single type of airframe to reduce ground maintenance, and crew training/operating costs, to result in a flight turnaround of 25 minutes lacking frills in-flight, and a simple fare structure (ATR, 2006). The preceding operational mode is geared for higher fleet flights, increased labour efficiency, along with lower maintenance, and operating costs (ATR, 2006). Internally, the aircraft have only one passenger class, all with the same seating space, thus increasing cabin density permitting a higher per passenger flight carrying capacity to maximize on space, fuel and extract utilization to support the low fare structure (ATR, 2006). The elimination of food (frills) also eliminates waste, and reduces internal operating costs, add to this equation. Employees at low cost carriers at encouraged not to join trade unions, in order to avoid the unionised working practices that would cut into their efficiency stance (Vella, 2006). All of the foregoing has meant increased flights, resulting in particle emissions in the form of soot, metals, and sulphuric acid that â€Å"†¦ indirectly influence climate change by causing additional cirrus clouds to form †¦Ã¢â‚¬  which traps rising heat (Bowe et al, 2004). The environmental concern has resulted in the European Commission announcing a proposal in December 2006 that would call for airlines that fly â€Å"†¦ within the European Union to follow carbon dioxide emissions trading in 2001 †¦Ã¢â‚¬  which would be imposed on all other flights in 2012 (The Washington Times, 2006). Under the plan, â‚ ¬1.80 and â‚ ¬9 would be added to the cost of tickets for intra European flights, and higher fees imposed for long haul flights (International Herald Tribune, 2006). The preceding means that alternative short trip transportation has become an increasing competitor. Alternative short trip transportation is represented by high-speed rail that results i n substantially reduced CO2 emissions, which are estimated as being approximately 300% lower than air flight transport (Bowe et al, 2004). Ryanair is combating the new emission policy through the purchase of newer fuel-efficient airframes that carry more passengers, and in spite of using more fuel still generate less emission (Airline Bulletin, 2007). The airline, Ryanair, emits an estimated â€Å"†¦ two to three tonnes of harmful greenhouse gases †¦Ã¢â‚¬  which makes it one of Ireland’s largest corporate polluters (UK – Airport – News.info, 2006). It is estimated that it would take 2.25 million trees until 2076 to offset the emission created by Ryanair in 2005 alone, not to mention its continued operations, or roughly one fifth of Ireland would have to be planted with trees for each one year of the company’s operation (UK – Airport – News.info, 2006). Low cost airlines are projected to capture 25% of the intra-European market by 2010 up from the 5% through 7% recorded during 2004 and 2005 (Schneiderbaur and Fainsilber, 2006). The issues of pollution as well as competition from high-speed short haul rail travel, and intense competition within the low cost segment that will bring about consolidation are environmental, and competitive issues, however the European appetite for the fast transportation solutions posed by low cost carriers will not be severely impacted by alternative transportation or environmental issues as airlines will defend and adapt to changing issues. The airline industry is a highly concentrated one, with half of all airframes operated by just 17 carriers (AirlinesGate, 2001). The United States airline industry was deregulated in 1978, prior to which there was a governmental agency that â€Å"†¦ determined the routes each airline flew and oversaw the prices they charged† (AirlinesGate, 2001). The Civil Aeronautics Board in 1976 asked the United States congress to eliminate the governmental regulatory system to allow the industry to operate under free market forces, which was followed by the Airline Deregulation Act of 1978 (Stanford University, 2001). The Airline industry in Europe, prior to a series of liberalisation measures that started in 1987, was a highly regulated market with a number of state owned airlines receiving subsidies, and the restriction that only national flag carriers could fly between countries (AirlinesGate, 2001). Subsidies and restricted access limited the ability of new entrants, and kept fare s high, as well as limited service as the airline cartels set prices, and determined service. The airline industry in Europe prior to deregulation consisted of restricted bilateral agreements between the flag carriers of two countries, usually setting limits or terms concerning capacity, revenue sharing and fares (Button, 1996, pp. 70-80). The European airline industry under a traditional bilateral agreement consisted of a singular â€Å"†¦ designated airline per route from each country†, with the only routes permitted were those as specified in these agreements (Doganis, 1994, pp. 15-25). In terms of capacity, there was a 50- 50 sharing agreement, and the fares were subject to the approval of the government of both countries as negotiated through the International Air Transport Association (Doganis, 1994, pp. 15-25). Under liberalized bilateral agreements the airlines now operated under multiple designations, with open market access, capacity controls were eliminated, and fares were rejected only if the governments of both countries disapproved (Doganis, 1994, pp. 15-25). The 1993 European Union deregulation package provided for a uniform licensing criteria for airlines in all countries belonging to the EU, and eliminated distinctions regarding scheduled, and non-scheduled service. In terms of routes, it p rovides for open market access in all European Union countries, with capacity sharing restrictions removed (Doganis, 1994, pp. 15-25). Lastly, airlines were free to price fares with a very limited double disapproval, and it imposed safeguards concerning predatory fare pricing. Europe’s Skies After Deregulation The European Union embarked upon the road of the deregulation of airline policy in the latter part of 1980, proceeding on a staggered basis starting with the 1987 deregulation package under the Treaty of Rome competition articles (Button and Swan, 1996, pp. 259-282). This allowed for the EU to grant exemptions concerning the rules, thus gradually phasing in the process of deregulation to provide for an orderly entry towards liberalisation and the successive packages to follow (Button and Swan, 1996, pp. 259-282). The three-phased process ended in 1997 whereby carriers were granted permission to operate domestic routes throughout the EU (Button and Swan, 1996, pp. 259-282). The importance of the gradual process of deregulation eliminated the monopoly power that was in place that represented economic regulation that eliminated free competition and under economic theory lowers productivity, resulting in higher prices, and creates inefficiency (Winston, 1993, pp. 1263-1289). In effect th e higher profits expected in a regulated environment that resulted in monopolistic power was offset by higher operating costs due to inefficiencies. Deregulation set the grounds for increased freedom in pricing, and thus increased operating efficiencies as a result of competition as new firms could enter a market and through their improved operations offer lower prices thus taking market share (Doganis, 1994, pp. 15-25). Deregulation represented a change in route structures that was one of the most important aspects (Morrison and Winston, 1989, pp. 61-122). As a result of deregulation national flag carriers have had to contend with new entrants thereby increasing competitive pressures as well as fare changes. The preceding open door for new market entrants has seen a significant increase in regional airlines, and the low cost airlines (AirlinesGate, 2001). Increased competition has caused airline management to improve operations, introduce and seek new technologies, and overall heighten operational management sophistication and marketing. The marketing model of low cost carriers in providing low cost fares to markets through high flight utilization lowered internal operating costs, use where possible of secondary lower fee airports, higher airframe seating capacity, and no in-flight services providing European’s with new options concerning the manner they thought about air travel. The leisure class was affected the most in that the dramatically lower fares enabled consumers to think about three and four day get-aways and mini vacations outside of traditional vacation periods, developing to the point where weekends fitted the mode. Prior to deregulation, â€Å"†¦ the market was neatly divided †¦ (with) †¦ Scheduled carriers, focusing primarily on business travelers, controlled 75 percent of the intra-European market† and charter airline controlling the remaining 25 percent (Bonggeli and Pompeo, 2002). Charter airlines sold aircraft time and seating capacity to tour operators for tourists seeking sun filled vacations (Bonggeli and Pompeo, 2002). Low cost carriers changed these dynamics through their one passenger class, increased airframe seating, fast flight turnaround, no frills, Internet booking business model. These factors permitted low cost carriers to fares that are 50 to 70 percent lower than the flag carriers, or incumbents, attracting price sensitive travelers, but not appealing as much regarding the convenience and flexibility business travelers seek, even though Ryanair has managed to snag a goodly percentage of business travelers (Bonggeli and Pompeo, 2002). And the growth of t he low cost carriers has not come at the expense of the incumbents, but rather as a result of their pricing and service policies. Lower fares have prompted people to fly as a result of increased affordability, opting for planes over rail, vehicles or not traveling at all (Shelley, 2005). And this extends even to the business segment of the market where companies that normally could not afford the expense of a business trip can schedule fares to conduct business on a face-to-face basis (Shelley, 2005). The large number of low cost flights as a result of the increased number of carriers means that finding a flight to suit business parameters is an easy task as a result of Internet booking. Thus the low cost model has grown not as a result of stealing market share, but rather from expanding the consumer base. Low Cost airlines compete on price as opposed to quality, utilizing the aforementioned one passenger class, increased airframe seating, fast flight turnaround, no frills, Internet booking business model. However, the application of the preceding does vary. Ryanair, for example, primarily operates its routes to secondary airports, reaping the benefits of dramatically reduced airport fees that on average are 65 percent below primary airports (Bonggeli and Pompeo, 2002). This internal operational method permits Ryanair to offer fares that are the lowest in the industry, yet turn a profit when more than 55 percent of its seats are occupied (Bonggeli and Pompeo, 2002). EasyJet, which generally flies into main airports, and on average flies to its destinations three times per week as opposed to Ryanair’s two, needs a 75 percent capacity rate (Bonggeli and Pompeo, 2002). EasyJet, because of its increased flight schedule, contends that 50 percent of its passengers tend to be traveling on business (Bonggeli and Pompeo, 2002). The competitive nature of the industry to induce trial has seen Ryanair offer seats for free, requiring passengers to pay just the flight taxes and services charges, that usually amount to around â‚ ¬19 or more, each way (Rockmael, 2005). The elimination of assigned seating, decent legroom, complimentary meals and or beverages, baggage policies and limited service are how low cost carriers cut costs. Competition in this segment has increased to the point whereby there are approximately 60 low cost carriers in Europe, with names such as Flybaboo, JetFree, JetMagaic, Duo, Volareweb.com, Air Berlin, Germanwings and BMIbaby, to name a few (Rockmael, 2005). The efficiency drive at low cost carriers in cutting costs and utilizing standardized operations, and equipment has resulted in, on average, that they need just 80 employees to support each aircraft as opposed to the 115 utilized by incumbents (The Economist, 2004). And in Europe Internet booking has really caught on representing 99 percent of all low cost booking, as opposed to just 75 percent in the United States (The Economist, 2004). Search engines such as wegolo.com, applefares.com, searchlowestfares.com, skyscanner.net and openjet.com aid consumers in finding the lowest fares (Rockmael, 2005). The dynamics of travel in Europe are influenced by a number of geographical factors. In countries such as France, Spain and even Germa ny, low cost travel for pleasure as well as business can also be accomplished by high-speed rail, thus making alternative transport forms more competitive, which is not the case in the United Kingdom (Bonggeli and Pompeo, 2002). High-speed rail gains an advantage in that the departures are from city centre to city centre, thus cutting down on the time to commute to airports and the extra money for cabs or parking fees and gas. This explains the lower growth deferential of low cost carriers on Europe’s continent, as opposed to in the United Kingdom (Airline Bulletin, 2007). Located outside continental Europe, the UK has a higher concentration of easy to reach airports, also balanced with a high level of business and leisure traffic that does not have alternative travel means to the continent. The preceding has been a factor in the tremendous growth of low cost carriers based out of the UK on flights traveling to the continent that has increased by a rate of 25 percent, as oppo sed to intra European flights. Traveling to the UK has increased by just 3 percent, in all making the United Kingdom Europe’s biggest low cost market (Bonggeli and Pompeo, 2002). Security issues at UK airports are resulting in delays in check-in that is affecting the low cost business model that calls for faster flight turnarounds resulting in massive flight cancellations (Capell, 2006). Air travel has changed dramatically from the glamour industry it once was, to one of transporting people. Fares have dropped to the point whereby a flight from London to Turin, Italy, can be as low as  £10 each way, plus  £15 in taxes (Backman, 2002). Ryanair grounded 270 of 750 departures during the summer of 2006, and easyJet suffered in excess of 500 cancelled flights as a result of new security rules delaying boarding (Backman, 2002). The higher security rules are threatening the UK’s low cost carriers, who are thinking of imposing a carry on luggage rule to combat the problem, and potentially adding limited food and drink to passengers to compensate passengers for their inconvenience (Backman, 2002). As a result, the increased delays, and higher ticket costs a s a result of taxes have turned some passengers off utilizing short haul air flights. The preceding situation is aiding rail travel as passenger seek a less restrictive travel means in the UK as well as getting to continental Europe. Eurostar, which provides high speed rail to the continent has seen their passenger traffic increase 27 percent between the 10th and 13th of August 2006 as a result (Airline Bulletin, 2006). Conclusion The issues of pollution, the CO2 emissions trading scheme, higher low cost fare taxes, airport security issues, alternative high speed rail travel, and stiffening competition presents new obstacles to the continued growth of low cost carriers. Thus low cost carriers are looking at long haul routes to offset a slowing short haul market, bringing them into more direct competition with incumbents such as British Airways, and British Midlands, both of whom â€Å"†¦ have cut some fares on a range of short haul routes †¦Ã¢â‚¬  as have â€Å"†¦ KLM and Scandinavian Airlines †¦ and Lufthansa †¦Ã¢â‚¬  (Bonggeli and Pompeo, 2002). This means that incumbents represent another competitor factor facing low cost carriers as they see the high in sector competition weakening their position, thus providing a means for them to further eroded growth and recapture some business themselves in a market that does have finite growth potential. The weaker players in the low cost segment â€Å"†¦ such as SkyEurope and Hungary’s Wizz †¦Ã¢â‚¬  have higher survivability risks as newer entrants which the industry predicts will weed out weaked carriers through consolidation and business model failures (Capell, 2006). The continued realities of rising flight taxes, airport security issues, and carriers such as British Airways, KLM and Lufthansa, to name a few, are making concerted efforts to dip into the low cost model on selected high traffic routes, even though collectively, meaning the UK and continental Europe, holds just 7 percent of all intra European travel in terms of passengers flown, and are still short of the 25 percent market share achieved by low cost carriers in the United States. And that is the reason for the attack of incumbents now, as opposed to waiting for what happened to their U.S. counterparts (Forbes.com, 2002). Incumbents and low cost carriers are converging in terms of each sector looking at the others markets as a means to increased passenger travel, with each adopting some of the features of the others operational model as Europe’s skies become more blended in terms of competing for growth and revenues. Thus the reduction of frills is bringing some incumbents into the province of the low cost carriers to block further passenger inroads. The future for low cost carriers is seemingly summed up by an article in USA Today (2003) that sees Ryanair and easyJets dominant positions, and UK flying base as long-term positives, while low cost competitors on the continent will face increasing competitive pressures from these two dominant players as well as from other low cost carriers and incumbents. Bibliography Airline Bulletin (2007) Is Ryanair the Low-Fare, High Emissions Airline? 7 January 2007. Retrieved on 9 March 2007 from http://www.airlinebulletin.com/ryanair/index.html Airline Bulletin (2006) Security Fallout on European Low-Cost Airlines. 14 August 2006. Retrieved on 8 March 2007 from http://www.airlinebulletin.com/european_carriers/index.html AirlinesGate (2001) Airline Industry. Retrieved on 7 March 2007 from http://airlinesgate.free.fr/industry.htm ATR (2006) Low-fare, Low-cost Business Model in Europe: A Risk or a Chance for Regional Carriers? Retrieved on 7 March 2007 from http://www.atraircraft.com/downl/Fiche low-cost 2005.pdf Backman, M. (2002) Europe shows the way with dirt-cheap flights. 30 May 2002. Retrieved on 8 March 2007 from http://www.theage.com.au/articles/2002/05/29/1022569791615.html Bowe, R., Hartley, K., O’Connor, R. (20) Flying the Dirty Skies: Environmental Fallout from the Low-budget Travel Craze. September – October 2004. Vol. 15. E Magazine Binggeli, U., Pompeo, L. (2002) Hyped Hopes for Europe’s Low Cost Airlines: Europe’s Most Successful No-Frills Carriers are Making a Lot of Money, but as They Mature They Will Have Problems Expanding. The McKinsey Quarterly Button, K. (1996) Aviation Deregulation in the European Union: Do Actors Learn in the Regulation Game? Vol. 14, Number 1. Contemporary Economic Policy Button, K., Swan, D. (1996) European Community Airlines – Deregulation and its Problems. Vol. 27, Number 4. Journal of common Market Studies Capell, K. (2006) A Low Season for Low Cost Airlines? 16 August 2006. Retrieved on 8 March 2007 from http://www.businessweek.com/globalbiz/content/aug2006/gb20060816_732287.htm Doganis, R. (1994) The Impact of Liberalisation on European Airline Strategies and Operations. Vol. 1, Number 1. Journal of Air Transport Management easyJet (2007) Company overview. Retrieved on 6 March 2007 from http://www.easyjet.com/EN/About/Information/index.html Ericsson (2007) The Ryanair Success Story. Price as Brand. Retrieved on 6 March 2007 from http://www.ericsson.com/telecomreport/article.asp?aid=10tid=85ma=1msa=3 Forbes.com (2002) Hyped Hopes for Europe’s Low Cost Airlines. 10 October 2002. Retrieved on 9 March 2007 from http://www.forbes.com/technology/futuretech/2002/10/10/1010mckinsey.html International Civil Aviation Organization (2003) The Impact of Low Cost Carriers in Europe. Retrieved on 6 March 2007 from http://www.icao.int/icao/en/atb/ecp/CaseStudies/Europe_LowCost_En.pdf International Herald Tribune (2006) EU to include airlines in carbon trading program. 20 December 2006. International Herald Tribune jetpsa (2007) The History of PSA. Retrieved on 6 March 2007 from http://www.jetpsa.com/index/history.html Morrison, S., Winston, C. (1989) Enhancing the Performance of the Deregulated Air Transportation System. Brookings Papers on Economic Activity Rockmael, K. (2005) The Dark Side of Europe’s Low-Fare Airlines. 25 February 2005. Retrieved on 8 March 2007 from http://www.budgettravelonline.com/bt-dyn/content/article/2005/06/04/AR2005060400819.html Ryanair (2007a) About Us. Retrieved on 6 March 2007 from http://www.ryanair.com/site/EN/about.php?page=About Ryanair (2007b) Strategy. Retrieved on 6 March 2007 from http://www.ryanair.com/site/about/invest/docs/Strategy.pdf Schneiderbauer, D., Fainsilber, O. (2006) Low-cost Airlines Gaining Momentum in Europe. Retrieved on 7 March 2007 from http://www.mercermc.com/Perspectives/Specialty/MOT_pdfs/3-Low-Cost Airlines.pdf Shelley, M. (2005) Get off to e flying start. 24 November 2005. Daily Record Southwest Airlines (2007) We Weren’t Just Airborne Yesterday. Retrieved on 6 March 2007 from http://www.southwest.com/about_swa/airborne.html Stanford University (2001) The Airline Industry. Retrieved on 7 March 2007 from http://adg.stanford.edu/aa241/intro/airlineindustry.html The Economist (24) Turbulent skies. 8 July 2004. The Economist The Washington Times (2006) Europeans Eye Tough Emissions Rules for Airlines. 21 December 2006. The Washington Times UK-Airport-News.info (2006) Ryanair tops Irish air pollution league. 26 February 2006. Retrieved on 9 March 2007 from http://www.uk-airport-news.info/stansted-airport-news-260206a.htm USA Today (2003) European low-cost airlines fly high, but face hard landing. Retrieved on 8 March 2007 from http://www.usatoday.com/travel/news/2003-11-03-europe-lowcost_x.htm Winston, C. (1993) Economic Deregulation: Days of Reckoning for Macroeconomists. Vol. 31. Journal of Economic Literature Vella, M. (2006) The thrills of no-frills. 12 November 2006. Retrieved on 7 March 2007 from http://www.maltatoday.com.mt/2006/11/12/t8.html

Essays --

Laser treatment is being employed for several applications including wound healing, bone repair, pain-relief, etc. The basic principle of laser therapy relies on the absorption of photonic energy by molecular photoacceptors (chromophores), leading to a photochemical reaction. This photochemical reaction results in the generation of Reactive Oxygen Species (ROS) and heat, which are known to play a crucial role in laser-induced damage. This study explores the role of specific heat in affecting laser-induced damage. By using the formula, H = msÃŽ ¸ (H being Heat, M being Mass; S being Specific heat, and ÃŽ ¸ being change in temperature), it was speculated that a change in specific heat would affect rise in temperature and hence cytotoxicity induced by the laser. Therefore, the specific heat of different solutions was measured using a calorimeter-like setup. Once the specific heat of different solutions was determined, cells (HaCaT, Human Skin Epithelial Cells and NOKSI, Normal Oral Keratinocytes) were treated with solutions of varying specific heat capacities and assessed in laser damage. It was observed that in lowering the specific heat by using various cell culture solutions, there is a sharp increase in temperature at lower laser doses, leading to increased damage to cells. Further, a robotic arm is being assembled to characterize the heat dispersion during clinical therapy, with the aim of mimicking manual operator hand motions and helping simulate clinical therapy in further lab experiments. INTRODUCTION There are three primary phases of wound healing—inflammation, tissue formation, and tissue regeneration. It is a dynamic, interactive process involving soluble mediators, blood cells, extracellular matrix, and parenchymal cel... ...of glycerol is indeed cytotoxic. When treating the cells with a 1.7W laser, the 10% FBS solution proved to be the most effective in preserving cell viability, due to its high specific heat capacity. Future goals of this experiment will strive to determine whether the laser-induced killing is through heat, Reactive Oxygen Species (ROS) generation, or some other factor. In Aim 2, we were able to capture the precise clinical operator movements in multiple dimensions using the precision 6-axis sensor. We recently completed construction of our robotic arm and are in the process of programming using the clinical data captured with the sensor. This robotic arm concept is expected to greatly stabilize the laser motions, and will certainly be a beneficial and revolutionary application in not only lab experiments, but also experiments dealing with animals, such as mice.

How to Write an Essay :: Process Essays

Process Essay - How to Write an Essay   Ã‚  Ã‚  Ã‚  Ã‚  Writing a college essay can be a very difficult task. However, there are techniques to help make this task easier. The writing process is a three stage approach to planning and creating a college essay. These stages are known as prewriting, writing, and revising. If a student follows this process, she will write a good paper.   Ã‚  Ã‚  Ã‚  Ã‚  The first stage of the writing process is called prewriting. There are five prewriting techniques that help writers to understand the topic and purpose of the writing assignment and limit the topic to a manageable and appropriate idea. The techniques are brainstorming, freewriting, diagramming, making a list, and preparing an outline. In brainstorming, you generate ideas for you writing. A writer might view a film and discuss or write their impressions, write a list of ideas for an essay, or discuss a topic with a group of students. You might ask yourself some questions such as What? Why? When? Where? How? and Who? In freewriting, you write non-stop about a subject for a certain amount of time. Spelling or punctuation, mistakes, and finding exact words do not matter. It helps you to get a clearer picture of what you are trying you say. Diagramming is helpful for people who think in a visual way. You can put your idea in a circle or block and branch off examples or other ideas pertaining to it. The fourth technique is making a list. You list as many items you can that has a relation to your topic. Your goal is to make details and to gather as much material as possible so you have something to start with when you go to write your paper. The last technique is preparing an outline. The thesis statement is clearly stated on the outline and a specific outline format is followed. Outlining gives you a sense of organization and allows you to see quickly if you have enough support for your ideas. After the writer is done prewriting, she moves on to the next step.   Ã‚  Ã‚  Ã‚  Ã‚  The second stage for the writing process is called writing. In the writing phase, you make decisions about developing and organizing your ideas into writing and discover what you know about the subject. Insights gained from the prewriting phase help shape ideas into meaning for yourself and others. The writer may prepare a rough draft, focusing on the purpose of the writing and choosing a suitable form for a specific audience. You need a thesis to work with first. The thesis will be your guide while you write your essay.

Narrative Sample

Narrative The annual Acquaintance Party of the students of Bachelor in Elementary Education was held last July 19, 2013 at the Villa Amanda Resort, Abbacy, Bataan. The activities began with the registration of the participants at their arrival on the venue. Stubs, indicated as entrance and photo booth stubs, were given to students before July 19 and were to be meant as the gate pass for them to enter the venue. It was facilitated by Board Members Petite Arena and Mark Anthony Arrange.After the registration, the students were guided by the rest of the Institute Officers to heir areas on the resort. Led by the Institute Governor John Michael David, together with Board Member Carla Punctual, the designated area for each section was arranged for the students' convenience. While the students awaited for the arrival of the schools respected authorities for the message, the emcees, then, were John Michael D. Asia (former USC President) and Roomer G. Salon ( the present USC President) encour aged the students to present any number from their section.This was the done simultaneously with the roll call by the section. Unlike the past acquaintance back then, the most prestigious, most glamorous, and sot awaited event in the party, the b. Duskiest was held, for the first time in the A. M. Part after the class presentations. This time, there were 12 candidates, one representative for each section. The candidates battled for the crown on the three major categories: Best in Casual Wear, Best in Talent and the Q and A. Also present on the event was the reigning b.Duskiest of 2012, Ms. Iatric G. Rexes. Finally, after the scores were tallied officially, Ms. Sydney G. Rexes of Bed IV-A was crowned the new b. Duskiest for 2013. After the coronation, the Institute Coordinator, Mr.. Pablo V. Sauna, Jar. Allied on for the mayors of every section as. He gave them questions which were to be answered. If the mayors failed to answer, all his classmates will plunge to the pool. This marked the declaration for the pool opening. Lunch time, DRP. Teresa E.Roberto, Associate Director for Students Affairs, DRP. Holland B. Symbol, Dean of Instruction and DRP. Fleischman E. Tuning , Associate Director for Research and Extension, came and Joined us. Each of them delivered a the newly elected COOS Officers of Education and Mayors of every section. After the induction and lunch exact 1 PM another event was opened, the first Dance Battle event happened on the history of educations acquaintance party. Three groups vied for a cash prize and trophy.The first group was IA, C, AAA and AAA presented their dance number with a medley of modern and classical music. The second group was IA, B, C and B however lost unity and performed on the stage per section. This secured their place as the last. B, AAA, B and C the third and last group became as the center of attraction when they performed the song â€Å"Pilling Mo Nag Philippians. † They used colorful costumes and made a formati on surrounding the LOL on its four sides. It was a spectacular presentation.In the end, they won the trophy. The last part of the program was the games. It was led by the Vice-Governor Carlo Humane and SC President Roomer S. Annals as he attends the acquaintance party of his course and assisted them by the rest of the officers. The students enjoyed the games and had a good time playing until they found themselves enjoying the pool. Others were busy to get their chance avail the free photo booth using their passes stub. And as the last part of the program, prizes were given to the cleanest cottage.

Chinatown

What is the central theme of Chinatown and what key symbols and motifs are used to develop this theme? Fashioned as a great film nior the 1974 classic; Chinatown is a crime drama in which central themes coincide with the idea that the world is an inherently corrupt place where men of vice conquer over the helplessness of the innocent and ignorant. Plot, characters, and setting mark this piece as a neo film nior. However it is the use of pessimistic tone, also found common in many film niors, that sets to assist develop the central themes through common motifs and symbols.The motifs within the film include the ignorance to truth, an inescapable past, and a daunting fate. We also find abstract ideas within the symbolism Chinatown itself. The term motif may be defined as recurring structures, contrast, or literary devices that can help to develop and inform the major themes. With in Chinatown we find that the characters are ignorant to the point in which they are unable to see the truth . Each character is surrounded and involved to some degree within the corruption that leads to there down fall.The protagonist of the film J. J. Gttes ( Jack Nicklson), a former police officer of chinatown turned private investigator in a neighboring town, spends the majority of the film investigating a murder only to find that once he has discovered the murderer that the police are corrupt as they turn a blind eye. Gittes is ignorant to the fact that not only in Chinatown money is power and those with in power stand above the law. The intertwining of the past and fate that parallel corruption also are used as a motif.The past haunts just about every character to the point that they are unable to overcome the adversity of the corruption of the world. It is the past and secrecy of the past the past that becomes the undoing of Evelyn Mulwray (Faye Dunaway), which in turn once again lets the corruption of her father prevail. Symbols within the film include Chinatown. Chinatown is not o nly the place from Gittes past that haunts him but is also the symbol for corruption in a ity. As lawlessness runs rampant and justice is silenced by those in power. The only scene to take place in Chinatown is the final scene in which the story unravels to show the corrupt Noah Cross (John Huston) triumphant as he gets away with fraud, incest, and murder. Filmed during a time of political unrest director Polanski film Chinatown may be used as a commentary on the corruption in the institutions that are suppose to provide for the well being of all.

Civil rights in philosophy

Civil rights in philosophy essay 10 BY BillBBowers Fighting For Rights and Justice: Civil Disobedience Summary With Mill's argument for a limited or possibility for no government and then Hobbe's view that society and men where selfish and needed a sovereign offer to get along, brings us to the work of Henry David Thoreau. Thoreau is famous for his isolation of society and his work Walden, he seen this approach of no government and see's selfish man kind to, so his is an mixed theory.Thoreau knew that living in ociety was important, but didn't think that the government should have such a say into ones personal life. Thoreau writes, â€Å"Must the citizen ever for a moment, or in the last degree, resign his conscience to the legislator? Why has every man a conscience, then? † He thought that the Just laws and government should be more important, similar to the same concepts ofa later famous philosopher, Martin Luther King. King took this same thought process when he protested a nd fought for rights and Justice in a civil disobedience way ObjectionsMill's argument for a limited government does't seem that intelligible or reliable to me; I personally don't think that would work at all. I would agree more with Hobbes's view that men are selfish and need some kind of sovereignty for an overall peaceful environment. However, a someone mix between the two like Thoreau tried to do would be beneficial, but I don't see mankind willing to change and accepts new ways of government, especially not one so extreme. It's a good concept, but like most say, â€Å"you can't teach a old dog new tricks!Definition Philosophy is a such a broad and complex field that its offended hard to give a basic, simple definition. In a quick course, we've learned that Philosophy deals with subjects like religion, knowledge, reality, self, mind, body, freedom, ethics, and Justice. Each subject builds on top of the other, from religion we get our beliefs about how we got here and why. Which moves to our knowledge of why we learn, our brains and the way we learn over processes. Then we go into our reality in which we touch ack on knowledge and religion of what we really know and can prove, and why we are here.This moves back into a broad subject of the self, like who we really are why we think and learn different and our mind-body controversies. Fromm there we learn that our freedom is important and move into modern philosophy problems like ethics and, recently read, Justice. These are modern problems of how we rule, whats affective, whats not, how people want to be treated and ruled. These are important to philosophy as a while because we cant really say what the right answer is.

Management of My Community Service Project Essay

Planning is the first and the most important function of management of a community service event. It defines the goals and objectives of the group and assigns specific duties to the individual members for completing the event within stipulated deadline (Even Education, n. d. ). For my community caring project, planning was given the topmost priority, and the team leader had called all the individual members for a meeting to prepare a strategic plan for completing the project within 3 days. The various activities were prioritized and assigned according to the timings available for each one of the three days. On day 1, the leader of our Fun Activities Unit divided the work into 4 divisions. For each division, a coordinator was assigned the responsibility to oversee the working of the team members. So there were 4 coordinators- 3 game coordinators, and 1 decoration-cum-refreshment coordinator. I was one of the game coordinators. Each game coordinator was assisted by 2 members, while the decoration-cum-refreshment coordinator was assisted by 3 members. The leader had clearly stated the goal of the project was to cultivate an interactive learning environment among the students of the orphanage through playing games. Every coordinator and member was assigned duties and told to communicate effectively with one another to prevent misunderstanding. Besides, all of us were told to work with a positive attitude and ask questions from the leader in case of any ambiguous situation. The leader also mentioned that children often learn by observing the seniors, and hence, we must behave professionally and work with collective responsibility. We had spent almost half of the first day in careful planning our activities for the 3-day event. All the necessary paraphernalia, such as the games equipment were assigned to the 3 game coordinators. We were reminded that among the four functions of management, planning shall occur throughout the event to help us achieve the goals and prevent any unexpected casualty. The activities were planned for the latter half of the 1st day and for the 2nd day as well. The task of distribution of munchies was kept for the 3rd day since it involved loading the munchies and chocolates into the truck for carrying to a rural area that had rough roads and adverse climate. Since everything was clear to us, the team leader gave the green signal to carry on with our assigned duties. The team leader also mentioned that we should keep the premises clean at all times. Besides, all the games equipments should be put back into their respective bags, while the leftover food should be thrown into the garbage bins. We were encouraged to retain high energy levels and serve the children with a smile as successful personal management yields to effective organizational management. However, in case of difference of opinions, we were told to immediately meet the leader to avoid the possibility of any conflict. Controlling To achieve the goals and objectives of the project, the task has to be effectively controlled while adhering to the other three functions of management i. e. planning, organizing, and leading. According to Management Study Guide (n. d. ), â€Å"Controlling consists of verifying whether everything occurs in conformities with the plans adopted, instructions issued and principles established. † For our community service project of inculcating a positive and fun-filled learning environment in the school for orphans, the team leader had managed an effective control over the 3 game coordinators, 1 decoration-cum-refreshment coordinator, and 9 members. The leader was a great communicator who patiently listened to the problems of the crew and suggested efficient solutions to overcome the anticipated obstacles. The leader interacted with the coordinators and members, which also provided enthusiasm to each one of us. Since it was my first volunteering experience, the leader helped me to develop the confidence and problem solving skills. The leader was not a dictator-type of manager but a real team leader who approached the crew members individually to take the progress report and ensure that all of us were carrying out the assigned duties according to the plan. At the end of each day, the leader called us for a short meeting to openly discuss the progress of every crew member. Besides, on the second day, the leader called for a short meeting of 5 minutes after every 2 hours for suggesting the necessary changes in the initial plan. The leader ensured that all of us were enjoying the event and were not stressed due to a different kind of experience, which many of us had never faced earlier. I noticed that our team leader had a great sense of humor, which also helped to ease out the tension that built on few occasions. Controlling is a continuous process that ensures delivery of quality and achievement of the goals within the deadline, and I must assert that the first two days of the community care project were highly successful. I must also reiterate that a leader is also a human who is unaware of a natural disaster, which had posed problems for us on the 3rd day. However, by effective control of the entire operation, we were able to bring the children to safety. It was quite a difficult time for us, but the leader had nerves of steel and a cool temperament. I and my associates saw the efficient management style of our leader, and we also joined hands to face all the hardships for saving the lives of children from a flood-like situation. By keeping control over anger and maintaining cool, our leader had shown exemplary skills in controlling an adverse situation. I need to assert that the control function of management enables the successful execution of a well-organized and carefully led plan as was appropriately demonstrated in our 3-day community care project. References Event Education. (n. d. ). Event Planning Tips. Retrieved June 6, 2010, from http://www. eventeducation. com/event-planning. php Management Study Guide. (n. d. ). Controlling Function of Management. Retrieved June 6, 2010, from http://www. managementstudyguide. com/controlling_function. htm